Specific recommendations to implement and realize the efficiencies that are described will be detailed in this section are prescribed herein. The items listed must all be completed to integrate a functional plan that would be initiated prior to a build up phase of any contingency that might arise. Depending on the foreseeable nature of a particular contingency would lead to a greater detail and benefit from the model that was validated through this research.
Recommendation 1:
Design a deployable information technology (IT) solution to integrate contracting at the theater tier. Along with a PBAC, the IT system would be used at all tiers to perform the various functions that would be required in a contingency arena. It should enable central contracts to be utilized at the remote locations which in turn would empower the strategic tier to analyze and make command decisions on capabilities to make available.
A byproduct of a centralized IT system would be to make the contracting activities more transparent and accountable. This can be conducted concurrently with a spend analysis (recommendation 2).
Recommendation 2:
Conduct a spend analysis on past contingencies that are appropriate for the area, size, and type of contingency that planning is being conducted for. The area should be delegated and defined by the appropriate CCDR.
The CCDR would be responsible for determining what would be available
in theater and what reach back capabilities would be needed appropriate to the phase. The size of the contingency should be compared to past events that are similar in size and type as appropriate.
Recommendation 3:
Develop a pre-awarded rapid acquisition capability such as a Multiple Award Indefinite Delivery based on the CP spend analysis thereby providing future CCOs the means to enter into Phase 0 Shaping, with rapidly executable capability. Additionally, at the operational level, further improve EBC methodologies.
Recommendation 4:
Once a spend analysis and a concept of operations are developed a strategic contracting plan would need to be drawn up. This would be the time when theater wide contracts could be competed. Per the CCDR’s analysis the needed reach back contracting could be put into place to have the appropriate resources available when needed. Tier III Contracting Officers are appropriate for this tier of contracting and these contracts would be placed into the deployable IT solution for use in a contingency environment.
When a contingency does occur based upon the magnitude, an appropriate manning plan would be developed based upon the existing available theater contracts. This is when the true benefit of the PBAC would be realized. Currently there is a low utilization of lower tier contracting officers and an over use of higher tier contracting officers. The deployment of contracting officers would be appropriate to the tier of contracting needs for an area instead of what is available at the time.
More experienced contracting officers would be relieved of high volume routine items that are available on theater wide contracts. This would then enable them to be able to meet specific complex requirements that are experienced once kinetic operations commence.
Research questions addressed:
The primary research question is: Does transforming a baseline of common kinetic and post-kinetic operational requirements into a standard PBAC improve joint expeditionary contracting execution?
Transforming a baseline of common kinetic and post-kinetic operational requirements into a standard PBAC for joint expeditionary contracting execution would improve the contracting support of a contingency operation. The model that was developed by the researchers shows conclusively that through its implementation, labor would reduce and response times could be improved.
The secondary research questions are addressed below:
1. How can a PBAC provide for efficient use of limited contracting officer resources?
The efficient use of limited contracting resources was modeled in Chapter V of this research paper and the results were analyzed in Chapter VI. Chapter VI demonstrated that when utilizing the PBAC framework, the data shows that significant efficiencies in processing time and resource utilization can be achieved. With the ability to group items under more theater wide contracts the efficiency of the procurement system will result in lower cost and administrative burden while increasing support to the warfighter.
2. What conclusions and recommendations can be drawn from applying systems engineering modeling to recent contingency contracting data under a researcher designed PBAC model?
The conclusions and recommendations for the PBAC Model are addressed in the conclusion and recommendation portion of this Chapter.
3. Can a model be developed which can validate efficiencies to be gained by using the PBAC model developed by the researchers?
A model was developed that validated efficiencies to be gained by using the PBAC model developed by the researchers. The researchers developed a model using the Arena software package.
This model was validated by using actual process times of recorded transactions of JCC I/A for the fiscal year of 2007. Once the Arena model was validated the PBAC model developed by the researchers showed significant positive improvements that would be gained.
4. Would there be measurable benefits to be gained by introducing contracting to Phase Zero of the joint planning process?
There was a measurable benefit to be gained by introducing contracting to Phase Zero of the joint planning process. This measurement was that there would be less utilization of level III Contracting Officers in daily operations of a contingency. There would be fewer contracts and more orders on existing theater wide contracts placed by level I Contracting Officers that would need a reduced oversight at the Command level.